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Part 1: Linking Two Continents The Marmaray Project

Part 2: Middle East The Place To BeIki Kitanin Baglanmasi: Marmaray Projesi.........3Introduction: Excitement Abounds:Projects, Places and People (ONeill).................5

Part 1: Linking Two Continents The Marmaray ProjectOverview and History

An Exciting and Challenging Project (Horgan, Jenkins) ............................................................6A Rich History (Grantz, Kennedy).......................9The Bosphorus Crossing: Is it PBs LongestTunnel in the World? (Tanal) ..............................11

Contracts and Organization

Contract Strategy (Harrison)...............................12Organisation and Management Present Challenges and Opportunities (Lykke,Horgan, Sakaeda, and Belkaya) ............................15

Immersed Tunnel

Immersed Tunnel Construction (Grantz)......20Geotechnical Issues for the Bosphorus Tunnel (Castelli, Simsek)..........................................23Seismic Assessment and Earthquake ResistantDesign Considerations (Wang, Erdik) .............26Hydraulic Modeling for Submersion ofImmersed Tunnel Elements (Ramsden)..........31Immersed Tunnel Designs (Ingerslev)..............33

Stations, Bored Tunnels and E&M Systems

Progress of Station and Bored Tunnel Construction (Horgan)............................................37Ventilation System (Gilbey, Hunt, Kennedy,Drake, Babur, McKinney) .........................................40Auxiliary Power Supply Design for Stations,Tunnels and Ventilation Buildings (Beard, Egemen) ...............................44Dual Signalling Systems (Williams)....................46Fire Fighting System (Bresner, Biggs) ................47Flood Protection (Horgan)....................................50Architecture: Three New Underground Stations in Istanbul (Peterson, Buket)..............53

Rolling Stock

Train of Thought: Selection of Rail CarDesign Requirements (Nickeson) .....................56

Part 2: Middle East The Place To BeTransportation Infrastructure

Road Improvement Schemes for Kuwait(Mohammed) .............................................................59

Developing a Road Network for a New City in Kuwait (Ahmad) .............................62Upgrading and Maintaining of KuwaitsMotorway Bridges (Horsfield, Kassem) .........64Bridge Design Experience: A Major Construction Tool for Design-Build Bridge Projects (Ismaily) .........................................67Traffic Management

Abu Dhabis TIMS: Traffic Counting andOperational Analysis (COPAS) (Ghaly) ........69

Abu Dhabis TIMS: Accident Referencing and Analysis System (Mahany)............................72Transit Oriented Development

Transit Oriented Development for Dubai Metro (Khan) .................................................74Sustainable Development

Workshop on Sustainable Development andIts Barriers to Change in the Middle East(Pemberton/Khan) .....................................................77Power

400 kV Interconnection of Abu Dhabi Island (Bullock) .............................................................79Risk Management

Avoiding Construction Risk Through ProactiveProject Management (Judge, Pemberton) .......81

NETWORKING Being a Female Engineer in Kuwait (Barghash) .......................................................................85Project Management: Tracking Costs of Poor Quality (Loduca).............................................86Demand Management for Sydney CBD and Inner West Area (Duo, Jaksic) ...................90R&I: Design and Construction Considerations for Offshore Wind Turbine Foundations (Malhotra) ......................92Computer Tutor: Turning on a Pivot(Wible) .....................................................................................96Powerpoint Tools for Aligning Objects (Hinshaw)........................................................................97

Planetwise: Envisioning Consequences(Ornektekin, Baga,Tanal)........................................99Writers Block: The Two-Mile Dash(Nixon)........................................................................100Space Track: Benefits and Lessons of ProductLife-cycle Management (Loweff)................Web*Globetrotters: An Expatriate in the UnitedArab Emirates (Baga) ............................................101In Future Issues ...................................................103The Net View: Igloo Stew (Clark)...........104

* This article is available at the PB Network Web site, http://www.pbworld.com/news.events/publications/network

Guest Editors for this issue:Amer Khan, Roy Pemberton,Anas Kassem, Daniel Horgan,Bill Kennedy

NOTE: Soon after distribution, thisissue will be available on the web at http://www.pbworld.com/news_events/publications/network/Issue_65/65_index.asp

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Excitement Abounds: Projects,Places and People

PBs projects often change the way people travel, live and conduct business, and those cov-ered in this issue of PB Network are among the best in those regards. Featured in Part I,Turkeys Marmaray Project will dramatically reduce the time it takes people to cross theBosphorus Straits between the two sides of Istanbul, one in Europe and one in Asia. It is alsoan engineering marvel in many ways, featuring the worlds deepest immersed tunnel. Many ofour world-renowned technical experts and many of our rising stars have worked on thisproject, as you will see when you read through the rich array of ar ticles that follows. We arealso privileged to feature ar ticles written by or with members of our clients staff, who holdthis publication in high esteem.

Part 2 of this issue gives a flavor of some of the exciting work PB has underway inthe Middle East, where we now have a staff of nearly 400. The tremendous amount of newdevelopment in this region is breaking all precedents for progress. In Kuwait, we are planninga roadway network for an entirely new city. In Abu Dhabi, we are more than doubling thepower supply to Abu Dhabi Island. In Dubai, we are helping to bring alive what is perhaps themost vivid illustration of the Middle East visionPalm Island, considered by many to be theeighth wonder of the world. It is often necessary to pause to catch ones breath in this high-ly-paced scene created by so many mega projects.

PBs global reach is also well illustrated in this issue. In commenting on the Marmaray project,Keith Hawksworth, Chief Operating Officer, International, said, This exciting project is ashowcase for PBs worldwide capability. Project staff members were drawn from offices inNew York, New York and Portland, Oregon, in the US and Godalming and Newcastle in theUK. Mobilization and deployment of staff worldwide is nothing new to PB; nonetheless, opti-mizing the talents of people from different cultures speaking different languages requirescareful planning and coordinated management. Our work on Middle East projects has alsodrawn staff members from PBs offices around the world. People from the US, UK,Turkey,Australia, Taiwan and Hong Kong with the experience, ambition and desire to contribute tothe success of these new tiger economies are taking part in the short- and long-term oppor-tunities created there. Anyone who has been with PB for more than a few years knows wehave come a long way.

It is an honor to introduce this issue of PB Network and to have the opportunity to say tothe authors and our staff that we are very proud of the excellent work you are doing inTurkey and the Middle East.

Tom ONeillPresident and Chief Executive Officer

hhttttpp::////wwwwww..ppbbwwoorrlldd..ccoomm//nneewwss__eevveennttss//ppuubblliiccaattiioonnss//nneettwwoorrkk//

5 PB Network #65

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PB Network #65 6

The Marmaray Project is one of the largest transportation infrastructure projects underway inthe world. It encompasses Turkeys 76-km (47-mile)-long upgraded or new railway extendingfrom Halkal to Gebze and includes the first rail crossing of the Bosphorus Straits (Figures 1and 2). It marks a major step forward in transportation in Turkey, which is expected to be the future frontier of the European Union. The project is scheduled for completion in 2011for an estimated cost of $3.0 billion U.S.

Referred to also as the Bosphorus Crossing, Bosphorus Rail Tunnel Project and Istanbul Commuter Railway Upgrade, the Marmaray Project was named by combining Marmara,the name of the sea off Istanbuls south coast, with ray, the Turkish word for rail.

The project is ambitious in scale, scope and schedule. Its main structures and systems include: The 1.4-km (0.9-mile)-long immersed tunnel under the Bosphorus Bored tunnels 9.8 km (6.1 miles) long Cut and cover tunnels 2.4 km (1.5 miles) long Three huge new underground stations 250 linear km (155 linear miles) of new track Thir ty-seven new surface stations An operations control centre Rail yards, workshops, and maintenance facilities

Electrical and mechanical (E&M) systems,including tunnel ventilation, train control,system integration and signaling; and a 25 kV overhead electrification system.

Rolling stock (rail vehicles).

The requirement that all the tunnels andstations be designed to remain operationalafter an earthquake of 7.5 moment magnitudeadds to its complexity, as do the facts thatthe tunnels are larger than normal rail tunnelsand the trains are larger that average trains.

The railway will support massive 10-car transit trains, Intercity (high-speed) trains that will be capable of traveling from Berlin to Baghdad and, possibly, freight service.

PBs Involvement

PBs involvement dates back to 1985 when we undertook a feasibilitystudy for the Bosphorus Crossing. We concluded that such a connectionwould be feasible and cost-effective. Todays alignment was selectedback then as the best of a range of potential alignments. Interestingly,Walter Grantz, PBs project manager at that time, is now back on thejob at the age of 77 as the immersed tunnel construction supervisor.

Our most recent involvement came about in February 2002, whenAvrasyaconsult, a joint venture with which PB is an associate partner,

Linking Two Continents: The Marmaray Project Overview and History

An Exciting and Challenging Project By Daniel Horgan, Istanbul, Turkey 90 216 349 5997 [email protected]; and Mike Jenkins, London, UK 44(0) 207 798 2400, [email protected]

The authors present anoverview of the excitingand challenging Mar-maray Project that isunder construction inTurkey and will linkEurope and Asia with anew rail crossing. Theydiscuss some of themajor challenges andbenefits, the contractstructure and PBs role.

Halkali

Bakirkoy

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Yenikapi

Sirkeci

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Pendik

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USKUDAR

ISTANBUL

Marmara Sea

19.6 kmto Halkali 43.4 km

to Gebze

13.3 kmTunnel

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horus N

Figure 1: Alignment andmajor stations of Turkeys76-km (47-mile) -long Marmaray Project.

Figure 2: Approximate alignment of the immersedtunnel under the Bosphorus Straits.


7 PB Network #65


won a long-term contract to provide design, tender preparation and constructionsupervision as Employers Representative. The owner (employer) is the GeneralDirectorate of Railways, Harbours and Airports Construction (DLH), part of theMinistry of Transport and Communications. The lead joint venture partner andPBs client is Pacific Consultants International, a leading Japanese consultant. Theother three partners are Yuksel Proje from Turkey, and Japan Railway TechnicalService (JARTS) and Oriental Consultants from Japan (see box at left).

PB is leading the immersed tunnel design and construction teams, and the electricaland mechanical team for the entire project. Other significant PB contributionsinclude station architecture, hydraulics, marine environmental issues, and analysis,design review and construction supervision for seismic, and geotechnical and railtopics that are described in the ar ticles that follow.

From late 2002 to late 2004, Ali Zubaidi was the project manager and Tony Mustardthe principal in charge. Both have since left the project, with Ali now serving asproject manager for the Baghdad to Basra Railway feasibility study and Tony asprogramme director for the Mersey Tram Project. Since November 2004, wehave taken on those roles. [Ed. note: Daniel Horgan is project manager and Mike Jenkins is principal in charge.]

From November 2004 until July 2006, George Mackellar was the project corporatesponsor. Jonathan Le Maistre, Chris Purcell and David Adby have led the excellentproject financial administration and support system. PB staff members who haveworked on the project since 2002 are listed in Table 1 at left.

Challenges

Our challenges have been of a diverse nature. For example, with Istanbulsunique history as capital of three great empiresEastern Roman, Byzantineand Ottomanextensive archaeological excavations were required beforeconstruction of the stations could begin. While several significant discoverieshave been made, including the site of the original port of Constantinopleand a Byzantine naval long boat, uncovering and protecting such treasuresrequires the rapid rescheduling of work activities.

Other challenges have included: Immersing a tunnel in one of the worlds busiest waterways with strong

and unpredictable currents Communicating among people with different work cultures and expectations Designing and constructing all tunnels and stations in accordance with

the highest international earthquake standards Overlaying two signalling systems to cater for intercity and commuter

trainsa feat that requires extensive integration and commissioning management

Designing the fire-life-safety systems required for a 100-MW freight train design basis fire.

Contract Structure

The project was divided into the three main contracts described below,1 allof them being prepared for a design-and-build procurement in accordancewith the FIDIC silver book: 2

The BC1 (Bosphorus Crossing) contract covers the 14 kms (8.5 miles)of two-track, immersed, bored, and cut-and-cover tunnels under Istanbul and the Bosphorus Straits. It includes the tracks, three new underground stations, and all related E&M systems. This contract was awarded to the

PB Home Project Name Email Designation Base PositionMathew [email protected] Principal UK ElectricalBeard Engineer EngineerJulian [email protected] Associate UK MechanicalBresner Consultant EngineerRay [email protected] Senior USA GeotechnicalCastelli Engineering Expert Manager Simon [email protected] Principal UK SES ProgrammeDrake Engineer EngineerNiem [email protected] Principal UK Communication Gany Engineer EngineerMark [email protected] Principal UK Ventilation Gilbey Engineer System EngineerWalter [email protected] Associate USA Construction Grantz Consultant Supervisor (Immersed Tunnel)Daniel [email protected] Senior Inter- Design andHorgan Engineering national Construction Manager Supervisor (Electrical and Mechanical) Kate [email protected] Principal UK SES ProgrammeHunt Engineer EngineerChristian [email protected] Senior USA DesignIngerslev Engineering Supervisor Manager (Immersed Tunnel)Bill [email protected] Senior USA Tunnel Kennedy Engineering Ventilation Manager ExpertJohn [email protected] Lead UK Electrical McGlen Engineer EngineerCrinu [email protected] Lead Inter- Signalling Megiesan Engineer national EngineerMike [email protected] Senior UK Safety ExpertMoon Technical Specialist Chris [email protected] Lead UK SCADA and FarePawson Engineer Collection EngineerKevin [email protected] Associate USA Station LayoutPeterson Consultant PlannerJerry [email protected] Supervising USA HydrographyRamsden Engineer ExpertVahan [email protected] Head of USA DredgingTanal Harbours Specialist and Ports Joe [email protected] Senior USA SeismicWang Engineering Protection Manager SpecialistDave [email protected] Principal UK Signalling SystemWilliams Engineer EngineerAli [email protected] Senior Inter- Design SupervisorZubaidi Supervising national (Electrical and Engineer Mechanical)

Table 1: PB staff who have worked onthe project since 2001.

Marmaray Project Key FactsSome of the names, facts and figures that arekey to the articles about the Marmaray Projectinclude the following.Employer (owner): DLHDemiryollar Limaniar ve Hava Meydanlari InsaatiGenel Mdrlg (the General Directorate ofRailways, Harbours and Airports Construction)Employers Representative:Avrasyaconsult, a joint venture led by PacificConsultants International.Other JV members are:Yuksel Proje,TurkeyJapan Railway Technical Service (JARTS), JapanOriental Consultants, JapanPBs Role: JV associate partnerCost: $3 billion USConstruction Period: 2004 to 2011Tunnel Lengths:Immersed: 1.4 km (0.9 mile)Bored: 9.8 km (6.1 miles)Cut-and-Cover : 2.4 km (1.5 miles)Total Project Length:76 km (47 miles)Underground Stations: 3Surface Stations: 37Train Capacity: 3500 passengers

4


PB Network #65 8


Japanese and Turkish joint venture of Taisei, Kumagai, Gama and Nurol with a commencementdate of August 2004.

The CR1 (commuter rail) contract encompasses all the infrastructure and tracks on the 62-km (38.5-mile)-long, 3-track surface alignment, including all railway and electrificationsystems, the 37 surface stations, operations control centre, and rail yards, workshops andmaintenance facilities. This contract was awarded to the French, Japanese and Turkish jointventure of Alstom, Marubeni and Dogus with a commencement date of June 2007.

The CR2 contract covers all rolling stock (440 cars). It is scheduled for award in 2008.

The considerable progress made as of February 2007 is as follows: Detailed design under BC1 was 70 percent complete. Archaeological works were 80 percent complete. The first three tunnel boring machines had commenced tunneling. Dredging and compaction grouting of the Bosphorus Straits was complete. Station excavation and construction were underway. Preparatory works had commenced for the installation of the new power substations

and diesel generator compounds.

On 24th March, 2007 the first element of the immersed tunnel was towed in the BosphorusStraits and submersed into its final location in the trench at the bottom of the sea bed. Thiswas indeed a landmark day for transportation in Istanbul!

Benefits

Upon completion of the project, the number of passenger journeys by train in Istanbul areexpected to increase from 3 percent to 27 percent. Crossing the Bosphorus Straits by trainwill take only 4 minutes, in comparison to the 10-minute ferry ride or the 30-minute to 60-minute car ride across the heavily congested bridge. The current 185-minute rail to ferryto rail trip from Halkali to Gebze is expected to take only 104 minutes.

New, modern, world-class stations and fully air-conditioned rolling stock with full access forwheelchair bound passengers will be provided. Several of the new stations will provideseamless interchanges with the planned new tram and existing commuter and Intercity (high speed rail) systems.

Vehicle pollution will be lowered dramatically, along with road congestion in metropolitanIstanbul. Sustainable development features include using prefabricated elements and establishinga confirmed disposal facility for contaminated dredged materials.3 In addition, the Bosphorussrich aquatic habitat will not be affected, nor will its water currents or salinity, and the spectacularviews over the Bosphorus and Istanbuls historic skyline will be preserved.

Special Thanks

This issue features some articles written, co-written, or reviewed by our Avrasyaconsult partners, Pacific Consultants International,Yuksel Proje and Sial. Special thanks to Steen Lykke,Hideki Sakaeda, Huseyin Balkaya, David Nickeson, Richard Harrison, Zeynep Buket, Reha Egemen,Melih Babur, Orhan Simsek and Mustafa Erdik of Bogazici University; and Daniel M. McKinneyof Earth Tech. Special thanks are extended also to DLH for the opportunity to work on thisexciting and historic project. Mike Jenkins is the director of rail for Europe and Africa. He is a distinguished civil engineer with a proven record in project management and contract administration on large railway, highway and building construction projects. Mike is principal-in-charge for the Edinburgh Tram, East London Line, Dublin Metro North and the Marmaray Projects.

Daniel Horgan is a chartered engineer, fellow of the Institution of Mechanical Engineers, senior engineering manager, certifiedsenior project manager and professional associate. He has worked on design and construction of mass transit systems, railwaysand buildings in Singapore, Turkey and the UK. Daniel is currently PBs project manager on the Marmaray Project.

1 A following article entitledContract Strategy by RichardHarrison tells how this particu-lar three-contract strategy wasdecided upon. The author alsodiscusses the advantages anddisadvantages of single contractand multi-contract strategies.

2 Founded in Belgium in 1913and now with members from 67countries, FIDIC (the FedrationInternationale des Ingnieurs-Conseils, or International Federation of Consulting Engineers) has gained interna-tional prestige for its standardforms of contracts. Its silverbook, published in 1999, dealswith fixed priced build-operate-transfer and EPC ( engineer,procure and construct) contracts.

3 Confined disposal facilities isolate contaminated dredgedmaterial. Sediments settle outand the accompanying waterevaporates or percolatesthrough the walls or into theground. These facilities are relatively efficient at preventingrecontamination of the surrounding environment.

This difficultand extremely

challengingproject pushesthe limits oftechnology;however, the great

improvementsthat it will

bring to theTurkish peo-

ple are amongits unifyingand driving

forces.Daniel Horgan,

PBs project

Related Web Sites: Marmaray Project

www.marmaray.com Japan Bank for

International Cooperationwww.jbic.go.jp

European Investment Bank www.eib.europa.eu

FIDIC www.fidic.org


9 PB Network #65


Present day Istanbul was founded in circa 658 B.C. by a Greek colony from Megara on thesite then occupied by the Thracian village of Lygos. Called Byzantion, the city was namedafter Byzas,the chief of the Megarian expedition, and later changed to Byzantium. Afterconquest by the Romans circa 330 A.D., the city was renamed Constantinople after theChristian Roman Emperor Constantine I. Shortly thereafter, it was chosen as the new capitalof the Roman Empire and later become the capital of the Eastern Roman Empire. Then in1453, Ottoman Sultan Mehmed II conquered the city and made it the capital of theOttoman Empire.

From then on the metropolis was dubbed Istanbul from the Greekphrase eis ten polin, which meant in the city, although the name wasnot changed officially until 1930. Interestingly, when Kemal MustafaAtaturk, the first leader of the Turkish Republic, selected a capital he choseAnkara instead, then a small town in central Turkey that has since growninto a very modern, well organized city.

Today, Istanbul is bustling yet charming. Having been the capital of greatempires, it is full of historic buildings, ruins, ar tifacts and has much mystique(Figures 1 to 4). With its population of more than 12 million, Istanbul isthe largest city in the Republic of Turkey. It sits on both sides of theBosphorusEuropean and Asian.

Modern Turkey

The Republic of Turkey, secular and modern in outlook, is a member of the North Atlantic Treaty Organization (NATO) and the Organization forEconomic Cooperation and Development (OECD). It has commencednegotiations to join the European Union (EU).

Each year since 2002,Turkeys economy has grown by about 7.5 percent, withgross domestic product (GDP) per capita having been $5,015 in 2005 (No. 19of 183 according to the World Bank). Turkeys economic drivers vary greatlyfrom west to east, however. The bulk of modern industry is based aroundIstanbul, Ankara and the Aegean coast, and the estimated GDP per capitain Istanbul is $8,000. Much of eastern Turkey has an agricultural economy.

The Bosphorus Straits

Only 1.6 km (1-mile) wide, the Bosphorus connects the MediterraneanSea and Black Sea via the Sea of Marmara. It is the channel through whichthe Black Sea and the Danube, Dnieper and Don Rivers drain. These flowsprovide a fast-moving fresh-water surface layer 15-m (50-feet) thick thatis underlain by slower salt water from the Sea of Marmara moving in theopposite direction.

Winds and barometric pressure differences have the greatest influence oncurrent variation, however, causing water to pile up at the Black Sea mouthof the Bosphorus and currents to vary at their whim. Variations in velocityof 9.3 kph (5 knots) can occur in a single day. Unlike lunar tides, thesevariations are extremely difficult to predict when trying to schedule construction within an adequate window of time.

A Rich History By Walter Grantz, Istanbul, Turkey 90 538 612 7506 [email protected]; and Bill Kennedy, New York, New York [email protected]

The authors present abrief but interestinghistory of the MarmarayProject area, the projectitself, and PBs earlyinvolvement.

Figure 1: Santa Sofia, which was built as a magnificent church during the reign of theByzantine Emperor Justinian (527-565 AD), was converted into a mosque in the 15th century. It is now designated a United Nations Educational, Scientific and CulturalOrganization (UNESCO) World Heritage site.

Figure 2: Churchof St. Irene. Theoriginal church,which was host tothe 2nd ChristianCouncil in 381 ADwas burned down,and then rebuilt in 532 AD.

Figure 3: The 15th century Rumeli Fortresswas built on the western side of the Bosphorusby Sultan Mehmed II of the Ottoman empire.

Figure 4: TopkapiPalace, also builtduring the 15thcentury by SultanMehmed II, was his principal residence and that of his harem. 4


PB Network #65 10


Project Background and History

An underwater crossing of the Bosphorus is not an ordinary tunnel project. Its special challenges of depth, seismic exposure, unstable ground, unpredictably high currents and heavymarine traffic, and the restrictions imposed by rail gradients have made this tunnel a toughnut to crack. It took a long time before all the technological and funding resources cametogether to enable actually building it.

The idea of a railway tunnel under the Bosphorus was first proposed in 1860 as an underwaterbridge by the Ottoman Sultan Abdul Mecit. A method of subaqueous tunnel construction wasnot to emerge as a viable technology for road or rail transpor t for another half century,however. In 1902, a similar design for a Bosphorus tunnel was considered, this time with thetunnel lying on the seabed, but it was never built.

In the 1980s, various alignment and traffic studies were made that eventually led to preliminaryengineering by PB for both the Istanbul Metro and the commuter rail connection. The lattertwo-track, twin-tunnel connection was about 14 km (9 miles) long. It star ted at Yedikule,continued through a new station at Yenikapi, passed under the old city through to a deep stationat Sirkeci, then went on an embankment under the Bosphorus before rising through a deepstation at skdar and continuing through the Asian hillside to connect with the existing railsystem at Sogutlucesme near the historic main rail terminus on the Asian side at Haydarpsa.

An interesting aspect of this alignment was the potential environmental impact of having anunderwater embankment crossing the deeper portion of the Bosphorus. Because of this, plusthe difficulties anticipated in placing the immersed tunnel elements in the strong current flowsin both directions, an important part of the work involved the development of a computermodel for the current flow in the Bosphorus.

A year-long program of hydrographic measurements, including current profiles and cross sections,temperature, salinity and conductivity, was undertaken in the Bosphorus from out in the BlackSea all the way to the Sea of Marmara at the other end. At one point the survey boat crewwas challenged by a Turkish gunboat bristling with machine guns and asked to explain how theirpresence in the Black Sea related to a tunnel 50 km (31 miles) away in Istanbul!

The results of the measurements were the basis for a modeling study contracted for by theDanish Hydraulic Institute and were used for the preliminary designs. As it turned out, theTurkish military eventually quashed the idea of a tunnel on an embankment, leading to todaystunnel below the natural bottom of the Bosphorus.1

Geotechnical studies also proved to be interesting. The Bosphorus averages about six ormore cargo transport ships per hour (some 52,000 per year). During the geotechnical studiesat the bottom of the Bosphorus with a drill barge anchored out in the navigation channel, thisheavy traffic was a real hazard at night. Boats actually grazed the barge on a few occasions,causing the watchman to quit.

A portion of the Metro system (proposed for the European side only) went on to final designand construction for the section from the center of town at Taksim Square to the northerncommercial area of 4 Levent, but the commuter rail system across the Bosphorus was notstar ted at that time.

The 1985-1986 studies were refined between 1996 and 1998, and many of the same conclusions were reached. These later studies confirmed that the project would greatlyimprove the Istanbul transportation network by helping to ease traffic congestion in the city,where the population was growing at an unprecedented rateit had quadrupled since thetime of the 1985 studies.The physical difficulties that come with the citys great historic age,however, and a capricious sea channel dictated a need for modern technological solutionsto its pervasive traffic congestion, bringing us to the project we have underway today.

1 The hydraulic work conductedmore recently for the under-ground immersed tunnel isdiscussed in a following article, Hydraulic Modelingfor Submersion of ImmersedTunnel Elements by Jerald Ramsden.

Walter Grantz, an associateconsultant now with Avrasya-consult, is a recognizedauthority on immersed tubetunnel design and construction.In his 40+ year career with PBhe has undertaken feasibilitystudies, preliminary design,final design and constructionmanagement of heavy marineconstruction projects, includingport facilities, bridges and several immersed tunnelsaround the world.

William (Bill) Kennedy hasbeen a tunnel ventilation engineer with PB for 35 years.He is a vice president andprincipal professional associateat PB, and is a registered professional engineer. Bill hasworked on the development of the Subway EnvironmentSimulation (SES) computerprogram since its inception,specializing in the aerodynamicsand fire models, and he hasworked on transit, road andmainline rail tunnel projectsaround the world. He is amember of the American Societyof Heating, Refrigerating and AirConditioning Engineers and waschair of its Technical Committee5.9, Enclosed Vehicular Facilities 1993-1996. He is a member of the National FireProtection Association andchair of its committee forStandard 130, Fixed GuidewayTransit and Passenger RailSystems; and Chair of theAmerican Public TransportationAssociations Ventilation Forum.


11 PB Network #65


In the late 1980s, Henry Michel, PBs chief executive officer (CEO) at the time, and I werehaving lunch in Taipei with the CEO of Electrowatt, the prominent Swiss tunneling firm. PBwas pursuing two major highway tunnel projects in Taiwan and we were discussing teamingup with Electrowatt.

When their CEO boasted to Henry that Electrowatt was the designer of the longest tunnelin the world, the Saint Godard tunnel under the Alps, Henry objected. To the amazement of our guest he said that the claim to engineering the longest tunnel in the world indeedbelonged to PB. Our guest asked incredulously, How could that be possible?

Henry calmly answered that PB had star ted working on the Hawaii H-3 Tunnel in 1969 andtwenty years later we were still working on it, and that had made H-3 the longest tunnel inthe world.

Today, in Henrys terms the Bosphorus Tunnel has already broken that record. Here is why.

The Start of the Tunnel

In August of 1980 PB received information that a request for proposal (RFP) would be issuedby the Turkish government for a preliminary study for the Bosphorus Tunnel crossing, backedup by $250,000 Trade and Development Agency (TDA) funds. Lou Silano and I spent quitea few hours holed up in a conference room formulating a technical proposal that respondedto the very detailed scope of the RFP, which PB had helped draft. No matter how we slicedit, there was insufficient hard currency funding to do the work, so we let that one go tothe competition.

Four years later, in mid-1984, the Turkish government obtained United States Agency forInternational Development (USAID) funding for a transportation study and preliminarydesign for the Istanbul Metro and the Bosphorus Rail Tunnel Crossing. At the time, PB hadjust won from the same client, the Turkish Ministry of Public Works and Settlement, the 16-inch Product Pipeline Bosphorus Crossing Engineering Services contract along with ourTurkish partners,Technical Services Bureau (TSB), forming the alliance PB-TSB.

The founding principal of TSB, Ugurhan Tuncata, is also a funding par tner of Fenni-Gama(FG) a Turkish International contractor. As a side story, Mr. Tuncata assisted PB in becomingmore competitive in New Jersey by jointly creating a subsidiary company, PBFG with a lower overhead structure than that of PBQ&D. A number of hand picked graduate engineers were imported from Turkey to beef up PBFGs resources in our Princeton office.The new subsidiary company was successful in gaining back and even expanding PBs transpor tation market share in New Jersey.

Meanwhile, PB-TSB formed a joint venture with Kaiser Engineers to pursue the Istanbul Metroand Bosphorus Rail Crossing project. PB was the lead firm in the new Istanbul Rail TunnelConsultants (IRTC) joint venture that won the project assignment. The JVs first projectmanager was Walter Grantz, PBs veteran immersed tunnel engineering and constructionexpert. The project was completed successfully in 1987, with PB establishing a very strongreputation in Turkey for our engineering expertise in immersed tunnels.

The Bosphorus Crossing: Is It PBs LongestTunnel in the World?By Vahan Tanal, New York, New York, 1-212-465-5208, [email protected]

The interesting answerto the title questionprovides more insightinto PBs long historywith the MarmarayProject.

(page 14)4

Vahan Tanal is PBs head of the Ports and Marinedepartment. He is a seniorvice president, senior projectmanager and a principal professional associate. Vahanhas more than 35 years ofengineering experience.

PB Network #65 12

Linking Two Continents: The Marmaray Project Contracts and Organization

The overall contractual strategy for the Marmaray Project was not decided by the Employer1

or by the consultant. It was a consequence of the funding arrangements. The Employer recognized that the best chance of getting a trouble-free system for a firm price was a singlecontract; however, the first of the lenders to come on board, the Japan Bank for InternationalCooperation, (JBIC), presented arguments for multiple smaller contracts.

The end result as a compromise. There would be two contracts. The Bosphorus Crossing. Essentially that part of the railway system that is underground,

including the three underground stations. This contract, of the order of U.S. $1 billion,would be financed by JBIC.

The Commuter Rail. Essentially that part of the system that is above ground plus thesystems necessary to make the railway and the trains operate. At the time the money forthis contract, in the order of U.S. $1.75 billion, remained to be found.

Debating the Multi-Contract Approach

The European Investment Bank (EIB) and Council of Europe Development Bank proved tobe the sources of funds for the commuter rail. EIB argued for splitting the commuter railinto multiple contracts selected primarily by discipline but also by location. For example,they recommended separate civil and plant contracts for each side of the Bosphorus. Thearguments presented by EIB were essentially identical to those presented earlier by JBIC.This led to a debate on the merits of the multiple-contract approach versus those of thesingle-contract approach.

The proponents of multiple contractsand at one time more than five individual contractswere proposed for the commuter railargued on grounds of practicality. They pointed outthat many projects both large and small are broken into parts, and that this was the casewhether the projects were single-disciplinary (such as roads) or multidisciplinary (such asrailways and airports). The details of the debate went something like this:

Support for Local CompaniesPro: Large projects are frequently beyond the financial capacity of local companies and are seen to deny those companies the oppor tunity to par ticipate in the economicdevelopment of their area by reason of their limited size.

Con: True, but if this argument is accepted, it must be on the basis that either smallerprojects bring economic, if not financial, benefits; or that it is acceptable for the taxpayerto pay a higher price, providing the higher price is subsidizing local companies.

Lower CostsPro: Splitting the work into a large number of smaller contracts results in substantiallylower costs.

Con: How do we know this to be true? Civil engineering projects are rarely, if ever, iden-tical and employers (owners) generally do not run control sample projects for the purposeof comparison. We do know that employers frequently give contractors the opportunityto provide discounts if they are awarded packages of contracts rather than single contracts.These discounts, which usually run at about 2 percent, have a rational basis encapsulated inthe economies of scale. We also know that multiple small contracts duplicate effort and


Contract Strategy By Richard Harrison, Istanbul, Turkey 90 216 349 5997, [email protected]

The author outlines theMarmaray contractstrategy and discussesthe advantages and disadvantages of sin-gle-contract and multi-contract strategies. Inthe process, he explainshow the three contractsfor the Marmaray Pro-ject were decided upon.

Acronyms/Abbreviations

EIB: European Investment Bank

JBIC: Japan Bank for International Cooperation

JV: Joint venture

1 The General Directorate of Railways, Harbours and Airports,Construction, part of the Ministryof Transport and Communications,is referred to in the contract documents as the Employer,and is the entity that employs the consultants and the design-build contractor.

Linking Two Continents: The Marmaray Project Contracts and Organizationhhttttpp::////wwwwww..ppbbwwoorrlldd..ccoomm//nneewwss__eevveennttss//ppuubblliiccaattiioonnss//nneettwwoorrkk//

13 PB Network #65

costs in matters as simple as unit costs of office space, administration and personnel management. They also lose out on the cost savings arising from bulk purchasing.

We can reasonably postulate that it is unlikely that cost savings could arise from multiple smallcontracts being run more efficiently than a single large contract. Indeed, the reverse is the morelikely. A large project is more likely to be given a high priority in the allocation of resources.

Fur ther, the key decision makers in each of the multiple small contracts are unlikely tohave the same degree of experience as those in the equivalent positions in the singlelarge contract. Cost savings might be available in the area of reduced regulatory andsocial costs, but the size of firm at which these cost savings become significant is likely to be well below the size of the firm involved in construction.

Increased CompetitionPro: It is incontrovertible that splitting leads to greater competition and, thus, to lower prices.

Con: It certainly seems that ten contractors vying for each of twenty contracts are morecompetitive than four or five contractors vying for a single contract. But there are notthat many small jobs where a firms organization or method of doing the work can lead tosubstantial cost savings, so the cost reductions that come about through increased competitionresult from a reduction of the margin allowed for profit and risk. Increasing the number ofbidders from five to twenty increases the opportunity for the incompetent or desperate towin a job. This increased risk is of little interest if the subject is a series of municipal lavatories.It is of interest if what is to be built is a complex system. So the cost saving that comes at theexpense of increased competition is not a true reduction in cost. It is, rather, a transfer of risk.

Perhaps it is the theoretical financial consequences of this risk transfer that form the basisfor the less expensive school of thought. However, the effort (and costs) needed toensure that the sum of the parts actually works properly and the cost of risk associated withthe fact that it might not, do not disappear. They are simply transferred to the employer.So the argument that a large number of smaller contracts can result in substantially lowercosts and that, conversely, a single large contract is often more expensive than several smallercontracts is comparing apples with turnips, even if there was evidence to support it.

Shared ResponsibilityPro: If the entire job is given to a single company or JV, then the success of the project isdependent on that one entity. This gives the company too much power and places theproject at risk of that one company or JV failingfor example, going bankrupt.

Con: The too much power argument is not really an argument. It is a feeling and, as such,is not amenable to logical analysis. The project at risk argument is also suspect. One ofthe purposes of prequalification is to establish whether a bidder has the financial capabilityto do the job, i.e., whether it is sound. The questions are, then, whether : It is more or less likely for a financial risk to be missed in evaluation if the employer is

researching and analyzing five firms or fifty firms Large firms, or medium or small firms are more susceptible to bankruptcy The failure of a medium-sized firm responsible for a key part of a project has any less

of a consequence than the failure of a large firm doing all of the project These questions have any meaning in the case of joint ventures and joint-and-several liability.

The Decision

Following the debate, the decision was to break down the Commuter Rail contract fur therCR1 Commuter Rail and CR2 Rolling Stock. This arrangement complied with the governmentsplanning process, which would not allow the rolling stock component of cost to be committedbefore 2005. 4


PB Network #65 14


The Bosphorus Crossing: Is It PBs Longest Tunnel in the World? (continued from page 11)

Analysis and Lesson Learned

There are compelling reasons for splitting a project into multiple packages. Among them: The real motivation behind the JBIC approach was that a lender sensibly prefers to see

the money it provides be dedicated to one or more contracts for a clearly defined part of the project, rather than have that money placed in a common fund.

Financing cannot be arranged to cover the entire project. The project was so large that no consortium would risk taking it on given the conventional

joint and several liability provisions.

These simple reasons tend to be obscured by attempts to justify multiple contracts on other,less convincing, grounds. While these simple reasons can be overwhelmingly forceful, thesplitting of a project into multiple design-and-build contracts dilutes two of the primary justifications for adopting a design-and-build approach, namely sole-source responsibility and a warranty of fitness for purpose.

The lesson to be learned for the consultant is that, with respect to contract strategy, it is likelythat key decisions will be made at a very early stage in the project lifecycle and without a fullappreciation of the possible contractual consequences of those decisions. The choices are,therefore, to either get involved at the initial financing stage, or accept that by the time theconsultant becomes involved, the contract strategy will have been established by default andthe further development of that strategy by the consultant is a damage limitation exercise.

Richard Harrison of Avrasyaconsult is a civil engineer and a fellow of the Institution of Civil Engineers. He has spent the large majority of his professional life inAfrica and the Far East, principally on transportation projects. His particular areas of interest are the administration of contracts and construction contract claims.

Between 1987 and 1999 PB provided frequent advice and technical support to the Turkish Ministry of Transport and Communications, which had been charged by the government to keep the project alive. In 1999 the government obtainedsignificant funding support from Japan to construct the project. As a subcontractor, PB joined the Avrasya joint venture led by the Japanese firm of Pacific Consultants Inc. (PCI) to pursue and win the project as Employers Representative for a design-build procurement. Notice to proceed was issued in March 2002.

Several interesting points are worth noting: The winning design-build consortium members Taisei-Nurol-Gama (TNG), include

Mr. Tuncatas construction firm GAMA (formerly Fenni Gama) Walter Grantz is on the job once again on a full-time basis as a special consultant A number of us in PB who worked on the project some 20 years ago are involved on the project once again,

providing technical support to Avrasya and the Turkish government.

Small world ... to say the least.

Nearing Completion

PBs saga of the Bosphorus Tunnel Crossing commencing in 1980 and continuing some 27 years later surely qualifies it forHenrys longest tunnel in the world predication and easily breaks H-3s record in that category. The tunnel is scheduledto open to rail traffic in about 2011 ... as the saying goes in Turkey, Inshallah (God willing).


15 PB Network #65

Management of complex mega projects such as the Marmaray Projectone of the five largesttransportation projects underway around the worldcan hardly be compared to managementof other projects or main office organizations. The Oxford English dictionary defines theaction of managing as ... the application of skill or care in the manipulation, use, treatment,or control of things or persons, or in the conduct of an enterprise, operation, etc. So, nomanagement if no skill or no care is applied!!

Management of the Marmaray Project has quite a number of different characteristics comparedto main office management of multi-discipline, international consultancy companies, such asPacific Consultants International or PB. In such companies, management has had the opportunityand privilege over decades to develop procedures and policies that match the company profile,staff and culture, and the needs of their customers. In contrast, on these one-time-prototypeprojects, we do not have the same privilege.

A project organisation such as Avrasyaconsult, the joint venture acting as the employersrepresentative, is based on senior managers and engineers brought together over a very shorttime period from all corners of the world. With their different backgrounds, experience,cultures and nationalities, these engineers and managers cannot, by their natures, form ahomogeneous team in the early days of a project. Fur thermore, policies, strategies andprocedures are generally not established beforehand. They have to be adapted to the specificproject in question and developed in the early phases in parallel with the development of theproject itself. These are the challenges!

Projects Stakeholders

The purpose of managing a project must be to achieve the objectives defined. Many differentorganizations are involved in this project, each with its own objectives defined. Typically, theseobjectives do not have many topics in common, so one of the hardest management tasks wehave is to assist our client in finding the greatest common dominator for all the stakeholders.

Whether such stakeholders can work closely together or not, and what the rules of the gameare, is governed predominantly by: The political and administrative systemthe laws and regulations forming the basis for the

project implementation The commitments on high levels The individuals on top levels who are managing these stakeholders.

Let us identify the most important stakeholders of the Marmaray Project.

Employer. The organisation of the employerthe General Directorate of Railways,Harbours and Airports Construction (DLH), a depar tment under the Ministry of Transportand Communicationsis formed by a number of groups: The DLH General Directorate, positioned in Ankara, is the group that holds the authority in

general to make final decisions related to time, money and quality. This group reports via itsgeneral manager to the Ministry.

The Project Implementation Unit (PIU), comprising a number of DLH employees positionedin the Marmaray Project office in Istanbul, follows the construction activities on a day-to-daybasis. The PIU team reports to the DLH General Directorate in Ankara.

Organisation and Management Present Challenges and Opportunities By Steen Lykke, Pacific Consultants International, Japan, [email protected]; Daniel Horgan, Istanbul, Turkey 90 216 349 [email protected]; Hideki Sakaeda, Pacific Consultants International, Japan, [email protected]; and Huseyin Belkaya,Yuksel Proje, [email protected]

In this interesting article the authorshighlight some of thepolicies and strategiesestablished to managethis huge project withits complex organiza-tional structure. Theythen tell which of thesehave worked well, andexplain why othersneed to be improved.


DLH: Demiryollar Limaniar ve Hava Meydanlari Insaati Genel Mdrlg (the General Directorate of Railways,Harbours and Airports Construction)

IBB: Istanbul Buyuksehir Belediyesi (the Greater Municipality of Istanbul)

TCDD: Trkiye Cumhuriyeti Deviet Demiry-ollari sletmesi (the national railway company of Turkey)

4


PB Network #65 16


European Investment Bank, which has donated necessary funds to have five to sevenexperienced people positioned in Istanbul to provide technical assistance to PIU and, in sodoing, assists DLH in fulfilling its obligations as the employer in areas where Avrasyaconsulthas not been granted full authority in dealing with the contractors. Such areas are typicallyrelated to making decisions on claims and variations.

Employers Representative. Avrasyaconsult has, in general, been given the authority andobligation to prepare all the contracts and to deal with all management and supervisionissues that do not change costs, time or quality compared to the original contracts as they weresigned by DLH and the contractors. As seen in relation to the contractors, Avrasyaconsultsposition is to act as the employers representative. As seen internally, it is to assist and adviseDLH in all matters of importance whatsoever.

Funding Institutions. The Treasury of Turkey, an organisation totally independent of DLH,arranges the funding, but payments are administered by DLH. Three international banks andpossibly more in the future provide the funding: Japanese Bank for International Cooperation (JBIC) is funding the Bosphorus Crossing

contract and Avrasyaconsult European Investment Bank and the Council of European Development Banks will fund

the commuter rail contract and the rolling stock contract.

As might be surmised, the set-up of the employers organisation seen in relation to theinterested stakeholders is very complex, and the split of roles and responsibilities has to be realized by all par ties in our every days work.

Other Stakeholders. Several second parties and third parties also influence the managementof the project. Trkiye Cumhuriyeti Deviet Demiryollari sletmesi (TCDD), the national railway company

of Turkey, normally is responsible for running and maintaining all rail mainlines and therolling stock. The Marmaray Project includes a third track and some facilities for stationinterchange, which were constructed solely for the use of TCDD, and TCDD owns theright of way. While it has not yet been decided whether TCDD or a separate organisationwill operate the Marmaray Project commuter rail systems,TCDD plays a very importantrole directly and indirectly in some of the decisions that must be made.

The Istanbul Buyuksehir Belediyesi (IBB, or Greater Municipality of Istanbul) and the localmunicipalities along the alignment must grant a number of permissions, without which theMarmaray Project could not be planned, designed and constructed. IBB controls the areasaround all stations and is involved in ensuring coordination of the other traffic modes inthese areas. IBB and each of the local municipalities also have interests in developing theirlocal areas, and very often such interests influence heavily the possibilities of solutions forthe Marmaray Project.

A number of groups interested in historic preservation and environment protection havebeen formed to ensure that Istanbuls relics, buildings and soil formations, which reflect thecitys long and rich history, are not destroyed as a result of construction activities. Theseindependent committees, which are not under control of the normal political system ofTurkey, decide what has to be done in taking out these findings at each construction site.Such decisions cannot be made beforehand, however, and depend on the findings we makeas we go along. Progress on several sites has slowed drastically due to the needs associatedwith taking such findings out of the ground.

It should now be apparent why many stakeholders do not have many common objectives.Let us, therefore, just accept this and concentrate on the objectives of the Marmaray Projectand for Avrasyaconsult.

Management by Fear:

The key tobeing a goodmanager iskeeping thepeople who

hate me awayfrom those

who are stillundecided.Casey Stengel

Management by Motivation:

Management isnothing more

than motivatingother people.

Lee Iacocca


17 PB Network #65

Project Objectives. The objectives for the project are to: Open for operation in 2011. Stay on or below the cost estimates. Stay on or above the income estimates established as basis for the feasibility evaluations. Establish the project in the required quality, which is a quality that can be compared to

other modern projects of a similar nature established lately in Japan, Europe or the USA. Meet all fitness for purpose, performance and minimum criteria as described in the contract

documents for all contracts.

Avrasyaconsult Objectives. The objectives of Avrasyaconsult are, of course, to meet theobjectives of the Marmaray Project and furthermore to: Create a positive and international atmosphere on the project and in the organisation that

is attractive to highly skilled and committed staff and conducive to them performing theirduties.

Ensure and make visible the success of the project and of the individuals working in theorganisation in order to strengthen the opportunities for the carriers ahead.

Meet the profitability requirements of Avrasyaconsults engagement on the project. Ensure technical and managerial success for the employer and the par tners behind

Avrasyaconsult.

Management Approach and Strategies

The policies we have put in place to meet these objectives are to: Manage by objectives, delegation, clarity, controlled processes and pro-activeness. Limit the need for reactive processes by taking due care in time. Obey and observe the 7 Cs: clarity, commitment, communication, coordination,

cooperation, continuity and consistency. Respect the integrity of each staff member of the Avrasyaconsult team and ask the same

from each staff member.

A number of strategies were decided upon internally in the early days of the project toensure that we could live by these policies. Among these were that: The Employer (DLH, European Investment Banks technical assistance team, and members

of Avrasyaconsult) must be and must be seen as one experienced, international, open,honest, unified, trustworthy and professional entity.

DLH and Avrasyaconsult must have the necessary but sufficient staffing at all times. Bureaucracy must be limited to an absolute minimum. Par tnership relations with respect of the different roles and responsibilities must be

developed between the Employer and the contractors if both par ties deserve such a par tnership relation to be established (it takes two to tango).

Measures of Success

And now to the crucial questions.

Did we succeed up till now in implementing the management approach described above?

The answer has to be split in two sections. One is whether we succeeded internally inAvrasyaconsult, where we can control things, and the other is whether we together with DLH succeeded in persuading our associates to follow similar principles working together with second and third parties. 4

Managementby Agreement and Honesty

I do not necessarilyagree witheverything

I say.

Marshall McLuhan

Management by Thinking

and Agreement

If two menagree on

everything, you may be

sure that one of them is doing the thinking.

Lyndon B. Johnson


PB Network #65 18


Has the Avrasyaconsult organisation been able to observe the 7 Cs to the extent required?

Yes and No. In general, it is our opinion that we have been able to do so on 5 of the 7 Csclarity, commitment, coordination, cooperation and consistency.

Clarity has been the red line in what has been written into the contract documents andhere, some 2.5 years after star t of the Bosphorus Crossing contract, we have found only veryfew examples where ambiguities have made their way into the text. Clarity is also the redline in internal and external oral communication, and people are not afraid to ask questions if they do not understand the message.

Commitment by all staff members is evident. People are working very hard and a lot ofeffort is invested every day to ensure progress of the works, even though working conditionsare tough from time to time.

Coordination is constantly being improved and adjustments in the organisation are madewhen necessary. All tasks are generally performed on time, double work (two different peopledoing the same thing) is generally avoided and normally no topic falls between two stools.

Cooperation is taking place on all levels. People are generally prepared to help others ifthey are under pressure, and most of our engineers are willing to do work that is outsidetheir normal disciplines if needed to get the job done.

Consistency means that reactions from and decisions made by the Avrasyaconsult organisationare based on uniform and overall principles. This means that reactions and decisions aregenerally not dependent on individuals and individual opinions. The consistency we haveprovided on this project has contributed to robust management as well.

Communication. Room still exists for improvements in communication and continuity.Every time an internal dispute or problem has been analyzed to find its root, lack of communication has been found to have played a role. This is not surprising. The workinglanguage is English, and the team consists of people with many different nationalities and cultural backgrounds. Some team members cannot express as well in written English whatthey could express easily in their native languages. (Even some people whose native languageis English have the same problem, but can be brilliant engineers.) Further, some words donot have the same meaning for people coming from Asia, Europe, USA or Turkey. We believethat the efficiency factor due to this problem could be as low as 0.75 on jobs of this nature.

Continuity. The analysis of the roots of potential problems has often shown a link also tolack of continuity. For various reasons, many people cannot work consistently and permanentlyon the Marmaray Project and, as a result, discontinuities in processes occur. It was expectedthat short input, specialist staff would be less productive than assumed at the original planningstage and that management time would be consumed to coordinate their contributions.However, the problems associated with continuity were not fully appreciated. The team nowrealizes the full extent of this problem. Our solution has been and will continue to be todecrease the number of people working on the project short time or part time, and to convert the related resources into full time staffing fully dedicated to the project.

Have the client, DLH, and Avrasyaconsult together been able to find many common denominatorin the objectives of the third parties involved?

Yes and No. During the process a good understanding of the need for this project has beendeveloped between DLH,TCDD and IBB. The decision about which organizations will formthe backbone of the future organisation responsible for operations has not yet been taken.Naturally, this has had a consequence. TCDD must be in a position to reserve its rights totake proper care of its own opportunities and operations integrated with the project in the

Management by Vision

I started concentrating

so hard on my vision that I lost sight.

Robin Green

Management by Listening

No man everlistened himselfout of a job.

Calvin Coolidge


19 PB Network #65

future. However, a balanced approach has been found and many processes are now beingintroduced internally to take TCDD comments into account to the highest degree possibleand externally to prepare for the transition process that will take place in 2010-2011 trans-forming the organisation from the construction organisation to the operation organisation.

An area of par ticular difficulty has been in determining how to handle the archaeologicalexcavations in the station areas. The committees and the museum responsible for supervisingand managing the historical ar tifacts and buildings have been responsive to our requests but,nevertheless, we are still in a situation where it is impossible to do proper planning becausefixed and firm agreements related to the scope of these excavations have not been made.A solution to these problems is not yet within reach.1

Conclusion

We believe that the combined team of DLH, the Technical Assistance team, and Avrasyaconsult,given all the complicated circumstances and constraints, has achieved remarkable results onmost of the success criteria described above. These results have been achieved because weconstantly maintain focus on what is importantthe project must be constructed to thehighest quality standards and within the budget.

Whether we will be able to open for commercial operation within the originally planned timeframe is now questionable because of unavoidable delays due to archaeological excavations.However, the team will continue to live by the management principles of observing the 7 Cs:clarity, commitment, communication, coordination, cooperation, continuity and consistency.

1 For more information on the archaeological excavations and their impacts on station design and construction, please see Progress on Station and Bored Tunnel Construction, a following article by Daniel Horgan.

Steen Lykke, M.Sc. currently serves as general project manager of the Marmaray Project for Pacific Consultants International of Japan, the lead partner of theAvrasyaconsult joint venture. Mr. Lykke was serving as the Employer on the Oeresund Tunnel and Dredging & Reclamation projects connecting Denmark and Swedenfrom 1992 to 2001 as contract director. He came to the Oeresund Project from a position as technical director responsible for civil and structural works withinSteensen & Varming Ltd, Copenhagen, Denmark, where he was involved in major international projects since the early 1980s.

Daniel Horgan is a chartered engineer, fellow of the Institution of Mechanical Engineers, senior engineering manager, certified senior project manager and professional associate. He has worked on design and construction of mass transit systems, railways and buildings in Singapore, Turkey and the UK. Daniel is PBs project manager on the Marmaray Project.

Hideki Sakaeda, BSc. currently serves as Pacific Consultants Internationals project manager of the Bosphorus Crossing contract. He has held key project management, design management and commercial and contract management positions for many mega-projects, including build-operate-transfer projects. His work includes mass transit metro systems; railways; roads; and shield, NATM and rock tunnels and immersed tubes in Hong Kong, Singapore, Thailand and other countries in South East Asia.

Huseyin Balkaya is an experienced civil engineer with 28 years experience. He has worked on large water treatment, housing and railway construction projects.Presently Huseyin is the Yuksel Proje project manager on the Marmaray project.

Management by Listening

There arepeople who,instead of listening to

what is beingsaid to them,are already listening to

what they aregoing to saythemselves.

Albert Guinon

Management by Humor

Laughing at our mistakes can lengthen our own life. Laughing at someone elses can shorten it.

Cullen Hightower

PB Network #65 20

The Bosphorus rail tunnel has long been known as the most difficult immersed tunnel projectin the world. Many naysayers have questioned its feasibility and constructability over theyears, and for good reason: The tunnel crosses at a great depth that reaches 61m (200 feet). The immersed portion

that star ts and ends in such deep water must be reached with four boring machines, twofrom the Asian shore and two from the European shore.

The Bosphorus is characterized by constantly changing and difficult to predict currents of up to six knots that are driven by the variation in the hydraulic gradient between theBlack Sea and the Sea of Marmara.

The project area is seismically active and portions of the tunnel lie in ground that must be stabilized against liquefaction.

The Bosphorus Straits is relatively narrow but must accommodate some 52,000 ships per year (about six per hour on average).

Tunnel

This tunnel is interesting from its geographic position, being perhaps the only intercontinentalsubaqueous tunnel in the world. Although it lies totally within the country of Turkey, it crossesthe arbitrary line that has been adopted between Europe and Asia. The legendary OrientExpress terminated its span of Europe at Istanbuls Sirkeci Station. Now it or a new train willbe able to cross Turkey into Iran and beyond by using this underwater connection.

The immersed tunnel is being built in eleven sections, or elements, each roughly 135 m long,15.3 m wide and 8.6 m high (443 feet long, 50 feet wide and 28 feet high) and weighingabout 18 000 metric tones (20,000 short tons).The cross section of the tunnel is structurallya rectangular concrete box section provided with a separate tube for each track direction.

An external steel waterproof membrane 7-mm (9/32-inch)thick is provided on the bottom and sides. Lapping onto this,a special plastic membrane (Trade name: SAN A) will providewaterproofing of the top of the tunnel. A special steel end shellstructure at each end of each element will enclose the endbulkheads and support the immersion joint GINA gasket1 andits contact plate. These end shell structures and steel membranesare being fabricated in Izmir, some 700 km (450 miles) awayfrom Istanbul by road, and trucked to the dry docks in Tuzlawhere they are constructed into tunnel elements.

Tunnel Bed

The immersed tunnel will be constructed in a trench dredged so that thestructure will have a minimum cover of 2 m (6.6 feet) after backfilling (Figure 1).The connecting tunnels at both the European and the Asian sides will bebored through rock by TBMs until they emerge into a transition zone of lowstrength sand-cement cover placed by tremie methods out to circular steelsleeves provided at the ends of the immersed tunnel. The TBMs will then boretheir way into the sleeves where they will be sealed to the immersed tunneland eventually dismantled and removed (Figure 2).

Counting from the European end, at Element 4 there is a 3-m (10-foot)-thickarea of ground that must be overdredged and replaced because it is seismically

Linking Two Continents: The Marmaray Project Immersed Tunnel

Immersed Tunnel Construction By Walter Grantz Istanbul, Turkey 90 538 612 7506, [email protected]

Construction of theworlds deepest immersedtunnel under theBosphorus Straits pre-sented some unique difficulties. The authordiscusses marine activi-ties, including dredging,soil improvement andthe immersion of thetunnel elements, and he explains the construction sequenceof the tunnel build.

1 GINA gaskets are used in conjunction with seals between the section-al elements of immersed tunnels.

Figure 1: Dredging the trench for theimmersed tunnel.

Figure 2: Tunnel boring machine sleeve.

Linking Two Continents: The Marmaray Project Immersed Tunnelhhttttpp::////wwwwww..ppbbwwoorrlldd..ccoomm//nneewwss__eevveennttss//ppuubblliiccaattiioonnss//nneettwwoorrkk//

21 PB Network #65

unstable. Starting midway at Element 8 and continuing through to Element 11, the ground containslayers that could liquefy during an earthquake.The subgrade of this section of tunnel has now beentreated by compaction grouting to a depth of up to 8 m (26 feet). The latter operation took112 years. It involved injecting 2778 grout columns into the ground on a 1.7-m (5.6-foot) grid.

The compaction grouting work (Figure 3) was not an easy operation considering that itinvolved drilling holes in an accurate pattern in the bottom of the Bosphorus star ting at adepth of more than 30 m (100 feet) with currents ranging up to 9.3 kph (5 knots), and theninjecting cement grout in bulbs every 0.3 m (1 foot) up to the subgrade elevation of the tunnelfoundation.The drilling barge was equipped in such a way that each drill string was protectedfrom the strong surface currents by a pipe sleeve that extended to a depth of 20 m (66 feet).The effectiveness of the compaction grouting treatment was verified by cone penetrometertests (CPTs), which gave data on the post-treatment liquefaction settlement values.

One the most difficult challenges posed by the Bosphorus is to determine when to initiateeach tunnel element placing operation. The contractor developed a forecasting system thatwill identify windows of opportunity when the currents will be less than the 5.5 kph (3 knot)maximum allowed by his equipment for a sufficiently long period. During this time, the elementsneed to be towed by barge into the Bosphorus, a complex anchor system must be set, andthe element lowered into the trench.

This forecasting system must take government weather forecasts and convert them into predictions of the difference in water levels at both ends of the Bosphorus and then, using the predicted water level differences, predict the current at the location of the element beingplaced. The development work on this forecast system has been proceeding since the contract was awarded in 2004. It has involved continuous measurements with coordinated,automated current monitoring stations as well as wind and water level monitoring at both the Black Sea and the Sea of Marmara.2

The rough dredging is now completed. As the elements are readied for placing the dredge willreturn to do fine dredging of the last meter or so. Initially some 140 000 m3 (180,000 cubicyards) of contaminated spoil were removed from the upper 3 m (10 feet) near the outlet ofthe Golden Horn estuary on the European side.This material was barged and trucked to aconfined disposal site some 30 km (19 miles) east of the tunnel site. All other dredge spoil isbarged 20 km (12.5 miles) out to a designated site in the deep waters of the Sea of Marmara.

All the constantly shifting locations of the dredging and compaction groutingactivities have involved careful coordination with the authorities controllingnavigation in the Bosphorus. The heavy shipping traffic is often subjected toonly one-way traffic through the wider section of the channel left clear of thecontractors equipment and anchor lines. During immersion activities there willbe periods of several hours during which the shipping lanes will be closed entirely.

Tuzla Dry Docks

Tuzla is a port facility maintained and operated by the Ministry of Transportand Communications General Directorate of Railways, Harbours and AirportsConstruction (DLH), for its use in the berthing and maintenance of itsdredges, barges and other equipment.This facility is located some 40 km (25 miles) east of the tunnel site. Areas of this site were made available tothe contractor for use in the fabrication and outfitting of the tunnel elements.Part of the arrangement required the contractor to build a 161-m (528-foot)-long concrete jetty for DLH where they could berth their equipment whileother areas were taken over for the immersed tunnel work.

The contractor decided to build two dry docks, each with the capacity fortwo 135-m (443-foot)-long elements (Figures 4 and 5). Dry dock No. 2 was 42 The contractors forecasting system is discussed in more detail in a following article by Jerald Ramsden

entitled Hydraulic Modeling for Submersion of Immersed Tunnel Elements.

Figure 4: Dry Dock Number 1 shortly after construction began on Elements 8 and 9.

Figure 3: Compactiongrouting works.

Figure 5: Dry Dock Number 2 with constructionof Elements 10 and 11 underway.


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completed first and work began immediately on Elements 10 and 11(July 2005).Dry Dock No.1 was finished in May 2006 and work star ted on Elements 8and 9. Meanwhile, the Tuzla harbor was dredged to a depth of 10 m (33 feet)to permit safe maneuvering of the tunnel elements when floated out andlater, at full draft after completion of the concrete work.

The two dry docks were designed to permit only the first two stages ofconcrete casting to occur (base slab and partial walls), after which eachelement must be floated out to a jetty where the last stage of concretecan be poured (Figure 6). After this, the element will be at full draft andmust be towed to an anchorage where it can be fitted for the placingoperation (Figure 7).This method reduced considerably the amount ofexcavation required for the dry docks compared to what would havebeen required for doing all the concrete work before float-out.This wasimportant because dry dock No.2 was excavated mostly in rock, and drydock No.1 also required quite a bit of rock excavation.

Element 11

Element 11 is special for two reasons: (1) it is provided with the sleevesto receive the TBMs on the Asian side, and (2) it must carry an accessshaft that will extend more than 34 m (112 feet) above it. This single accessshaft will be the only means to get personnel and equipment into the

tunnel until the TBMs reach the tunnel a couple of years later.This tall shaft must resist boththe strong currents and the great hydrostatic pressures at the bottom, so it is very heavy. Itslower par t is connected to Element 11 by a heavy steel tower. All this has required that11.5 m (37.7 feet) of the Asian end of the tunnel be of steel/concrete sandwich construction.3

Construction Sequence

Element 11 will be the first to be installed. It will sit on jacking frames at each end.Subsequent elements will be positioned in guides on the previously placed element and a jacking frame at the outboard end. The jacking frame will permit very accurate ver ticaland horizontal adjustment of each element once survey has determined where the outboard end comes to rest following the activation of the immersion joint.

A specially porous gravel foundation blanket will be placed in the bottom of the trench by tremiepipe before the elements are placed. The jacking frames will be supported on this blanket thatis designed to prevent liquefaction directly under the tunnel. Once in an acceptable position,a special grout mixture will be pumped under the element through ports spaced every 8 m(26 feet) along the bottom. This material will not penetrate into the gravel foundation but willharden to support the element so that the jacks can be removed and the element backfilled.

Each immersion joint will be activated by extending a jack arm from the tunnel in place tothe element being installed, retracting it to compress a soft nose on the GINA gasket, thenpumping the water out of the joint to mobilize the unbalanced force of water pressure tofully compress the GINA. In this way, each joint can be entered and cleaned, the bulkheadsremoved, and the joint space completed as the tunnel marches across the Bosphorus.

As the ballast tanks are removed from each element, their weight will be replaced with concrete permanent ballast in the invert.

Present Status

As of April 2007, Element 11 was in place in the trench and about to receive the 26-m(85-foot)-tall access shaft extension which weighs 200 tons. Elements 8 and 9 werefloating. Elements 6 and 7 were nearly ready to float out of Dry Dock 2, and constructionof Elements 4 and 5 was just star ting in Dry Dock 1.

Figure 6: Float out of tunnel section for finalconcrete pour.

Figure 7: Placing bargeused to place tunnel elements.

3 For more information on sandwich construction pleasesee Designing an ImmersedTunnel by Christian Ingerslev in PB Network, Issue No. 62, February, 2006, pp. 7-10.

Walter Grantz, an associateconsultant now with Avrasya-consult, is a recognized authorityon immersed tube tunnel designand construction. In his 40+ yearcareer with PB he has undertakenfeasibility studies, preliminarydesign, final design and construction management ofheavy marine construction projects, including port facilities,bridges and several immersedtunnels around the world.

Related Web Sites: GINA gasket: http://www.

trelleborg.com/bakker/files/pdf_eng/Gina_eng.pdf

http://www.marmaray.com/index.asp

Linking Two Continents: The Marmaray Project Immersed Tunnelhhttttpp::////wwwwww..ppbbwwoorrlldd..ccoomm//nneewwss__eevveennttss//ppuubblliiccaattiioonnss//nneettwwoorrkk//

23 PB Network #65

Istanbuls geologic setting at the interface between two continents presents unique challengesfor design and construction of the immersed tunnel and the connecting approach tunnels.Notable among these are: A highly seismic area due to its proximity to the active North Anatolian Fault The presence of highly fractured and variably weathered rock, and numerous shear zones

along the approach tunnels Highly variable subsurface conditions beneath the Bosphorus, including steeply sloping rock

surface, deep deposits of very soft soils and soils susceptible to liquefaction in the designearthquake.

In this ar ticle we address the geotechnical investigations performed to define these geologicalconditions, and highlights the key geotechnical elements of the project. Seismic design issuesare the subject of another ar ticle.1

Preliminary Investigation (1985 1987)

PB managed a preliminary geotechnical investigation conducted between 1985 and 1987 forboth the Bosphorus crossing project and sections of the Istanbul Metro subway system thenin development. The data obtained were used for establishing a preliminary profile for thetunnel and the locations and arrangement of the proposed station structures.

Among the findings was the presence of very soft marine sediments on the European side ofthe Bosphorus. Up to 40 m (130 feet) thick, these deposits were difficult to sample by theconventional techniques used at the time. The situation was further complicated by the 40-mwater depth of the Bosphorus. Accordingly, the engineering properties of these soils wereestimated primarily by index testing of disturbed samples.

Sampling of loose sandy soils on the Asian side of the Bosphorus was equally difficult.Standard Penetration Test (SPT) results in this area were generally inconclusive due to theloose nature of these soils and the weight of the drill rods needed to reach these deposits,which were more than 30 m (100 feet) below the surface of the Bosphorus. These preliminarydata suggested that the soils were likely susceptible to liquefaction.

Tendering Phase Investigation (2002-2003)

A supplementary subsurface investigation program was conducted in 2002-2003 by the Program Management Team in advance of tendering the design-build contract for the Bosphorus Crossing contract. PBs geotechnical specialists were responsible for : Planning this program Determining the impact that ground conditions had on the tunnel design and construction Developing performance specifications for the contract documents.

The primary objective was to obtain information needed to better define geological conditionsalong the selected tunnel alignment for prospective bidders. Addressing shortcomings of the1985-1987 investigation, advanced investigation techniques were used to obtain more reliabledata for the weak marine sediments present beneath the Bosphorus.

This investigation included 19 land borings and 7 water borings. The water borings extendedto up to 85 m (280 feet) below the mudline and included: Cone Penetration Test (CPT) soundings Undisturbed tube sampling in soil Continuous coring in rock.

Geotechnical Issues for the Bosphorus TunnelBy Ray Castelli, New York, New York, 1-212-465-5212, [email protected]; and Orhan Simsek, Sial Yerbilmleri, Turkey

The geologic conditionsalong the tunnel align-ment were challengingand highly variable.The authors tell abouttheir investigations andthe impacts the findingshad on the contractorsdesign and constructiontechniques.


CPT: Cone penetration test

kN: kiloNewtonMPA: Mega Pascals

psi: Pounds per square inch

4

1 See Seismic Assessment andEarthquake Resistant DesignConsiderations the followingarticle by Jaw-Nan (Joe) Wangand Mustafa Erdik.


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The program also included P-S logging in two boreholes to obtain shear wave data for seismicanalyses, and a geophysical (seismic refraction) survey extending 500 m (1,640 feet) on bothsides of the proposed immersed tunnel alignment to help define subsurface conditionsbetween the boreholes.

The CPT soundings were performed using Wison-type equipment, an advanced in-situ testingdevice that was instrumental in gathering quality shear strength data for the weak soils deepbeneath the Bosphorus. This equipment, illustrated in Figure 1, consists of a down-hole jackingunit with a 3-m (10-foot) stroke and a thrust capacity of 90 kN (20,000 pounds) that wasused in conjunction with rotary drilling. After a borehole reaches the required depth, theWison unit is lowered to the bit, where it seats and latches under its own weight. The conepenetrometer is then hydraulically pushed into the soil while measurements of cone tipresistance, sleeve friction and pore pressure are graphically displayed and electronicallyrecorded in the control cabin.

Investigation Findings

Soil Conditions. The investigation confirmed our earlier findings about the soft soils onboth sides of the Bosphorus and provided much more detailed information. For example,a local surficial zone of fill and potentially contaminated material were present on the European side of the crossing.

Other findings, illustrated inFigure 2, showed that the subsurface conditions alongthe tunnel alignment werehighly variable. The top of the bedrock varied from EL -25 m to EL -115 m (-82 feetto -380 feet), creating a deepbasin filled with soft clayey andsandy d

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